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Building the Foundation of AgileLooking at Process in your Enterprise Organization
Michael DoughertyNational Project
m
April 2016
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»Methodologies Used»The Big Methodology Question»What is Agile?»Comparison of Methodologies»How to choose the best Methodology for you
Agenda
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»Founded in 1995 »Focused on Microsoft and Mobile Technologies»550+ full time consultants»Regional offices in
»Chicago »Boston »Minneapolis (HQ)»Atlanta»San Francisco»Southern California»Ann Arbor
»National Markets »Onshore Development Center in Minneapolis»Off-shore team in Manila, Philippines
Magenic Corporate Overview
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What methodology do you use?How closely do you follow it?Scrum Waterfall SAFe Kanban
Lean LeSS Scrumban ScrumXP
Google Design Sprint
FDD Scrummerfall Your Own?
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“Agile” describes a set of methodologies, aligned with lean principles focusing on value & eliminating waste.
Types of Agile Development
Source: Version One 10th Annual State of Agile Report, 2016
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The Big Methodology Question“Which methodology is right for me?”
»Searches for comparing software delivery methodology results in:› Out of date blogs with fragments of half-baked advice› White papers w/no clear direction, missing modern methodologies and
relevant detail or just scratching the surface
»You are likely wondering why can’t one find that “prescription for success”› It’s not easy and never will be› PMI, Scrum.org, Scrumalliance.com and Scaled Agile wish to believe their
answer is best › Even consulting agencies that should have the most experience
providing unbiased advice won’t online because they don’t wish to give away their “trade secrets”
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Factors that Influence Project Success
Source: The Standish Group, 2015
56%!
Factors of Success PointsExecutive Sponsorship 15% Emotional Maturity 15% User Involvement 15% Optimization 15% Skilled Resources 10% Standard Architecture 8% Agile Process 7% Modest Execution 6% Project Management Expertise 5% Clear Business Objectives 4%
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Factors of Project Success ExplainedExecutive Support
An executive or group of executives agrees to provide both financial and emotional backing
Emotional maturity
The collection of basic behaviors of how people work together
User Involvement
Users are involved in the project decision-making and information-gathering process
Optimization A structured means of improving business effectiveness and optimizing a collection of many small projects or major requirements
Skilled staff People who understand both the business and the technologySAME(Standard Architectural Management Environment)
A consistent group of integrated practices, services, and products for developing, implementing, and operating software applications
Agile proficiency
The agile team and the product owner are skilled in the agile process.
Modest execution
Having a process with few moving parts, and those parts are automated and streamlined
Project management expertise
The application of knowledge, skills, and techniques to project activities in order to meet or exceed stakeholder expectations and produce value for the organization
Clear Business Objectives
The understanding of all stakeholders and participants in the business purpose for executing the project
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Hitting Failure?»So many enterprises have tried Agile and failed
»Agile is easy to understand, but hard to master› The process MUST ALIGN with the business› The process should be implemented iteratively› If a methodology is followed too rigidly, it will break
−For instance, requiring all standard scrum ceremonies without inspecting and adapting
› Often, many people within an enterprise are threatened by Agile−Difficult to adjust−Attempts to sabotage
› However, Agile is the lynchpin of modern application development
Why?
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Agile Manifesto:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Source: http://agilemanifesto.org
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What is Agile?Finding problems
earlier
Regular Checkpoints Giving transparency to the process
Allows for dynamic delivery change
Continuous Improvement
Mistakes are smaller
Sees working software frequently (Inspect and Adapt)
Producing valuable results, faster
Accepting of change (Flexible and
Evolving)
Requirements, architecture and design continue to emerge over
the course of the project. Embrace
this.
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»Agile is not:› New› A silver bullet› A solution to resource issues› Without planning, documentation, architecture…› A license to hack› An excuse for poor quality› Undisciplined› About throwing away areas of expertise› Unproven› Used only on the lunatic fringe
Agile Myths & Misconceptions
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Common Delivery Traps»Not “One Size Fits All”
› Methodologies can coexist (e.g. Scrum and XP, Kanban and Scrum, etc.)
› Different projects will warrant different methodologies› You can have a mix of methodologies that is completely your own› Consider Agile as a mindset› Methodologies are tools that you SHOULD choose and customize
»Pause and reflect upon entry of new projects› Don’t drop process in order to “go faster”; history has shown it just
doesn’t work› Need for having quick comparisons when confronted with pressure to
deliver
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Comparison of Methodologies
Factors MeasurementsFactors Measurements Scrum ScrumXP Waterfall Kanban Scrumban SAFe LeSS LeanDelivery Team Size Very Small (<5) 3 4 4 4 3 1 1 5Delivery Team Size Small (6-15) 4 5 3 4 5 1 1 4Delivery Team Size Medium (16-50) 3 4 3 3 4 2 3 4Delivery Team Size Large (50-100) 3 4 2 3 4 4 4 3Delivery Team Size Very Large (100+) 3 3 2 3 3 4 4 3Rate of Change (Uncertainty) Very Small (<5%) 3 3 5 3 3 1 1 4Rate of Change (Uncertainty) Small (6-20%) 4 4 3 4 4 3 3 4Rate of Change (Uncertainty) Medium (21-35%) 5 5 2 4 4 4 4 3Rate of Change (Uncertainty) Large (35-50%) 5 5 1 4 4 5 5 3Rate of Change (Uncertainty) Very Large (51%+) 5 5 1 4 4 5 5 2Size of Backlog Very Low (<50 stories) 3 4 3 4 4 1 1 3Size of Backlog Low (51-200 stories) 3 4 3 3 4 2 2 3Size of Backlog Medium (201-350 stories) 3 4 2 3 3 3 3 2Size of Backlog Large (351-500 stories) 3 3 2 2 3 4 4 2Size of Backlog Very Large (500+ stories) 2 3 1 2 2 4 4 2Maintenance/New Dev Ratio Very Small (25% or less) 4 5 3 3 4 4 4 3Maintenance/New Dev Ratio Small (26% - 49%) 4 4 3 4 4 4 4 4Maintenance/New Dev Ratio Medium (50%) 3 4 2 4 5 4 4 4Maintenance/New Dev Ratio Large (51%-74%) 3 4 2 5 5 3 3 3Maintenance/New Dev Ratio Very Large (75% or more) 3 3 2 5 4 3 3 3
Methodologies
Total0
10
20
30
40
50
60
70
80
90
Comparison of Methodologies
Sum of Scrum Sum of ScrumXP Sum of Waterfall Sum of Kanban Sum of Scrumban Sum of SAFe Sum of LeSS Sum of Lean
»Performed Plenty of Research…
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Many Primary Indicators Came Apparent QuicklyTeam Size
Small
Medium
Large
X Large
Level of Uncertainty
Rate of
Change
Team Compositio
n
Internal
Local consulting
Global consulting
Blend
Organizational Culture
Industry
Processes
Standards and
Regulations
Solution Quality
Defect count per
KLOC
Size of Backlog
Small
Medium
Large
X Large
Maintenance Versus
New Developme
nt
% of maint work
Business and IT
alignment
Not aligned
Partially aligned
Fully aligned
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Research Results»There is no “perfect rulebook of methodologies”
› Guidelines do exist for which methodology to leverage› This can be expanded on historical data of project success levels
»Suggest adding into your organization:
Project Evaluation Committee• Provides methodology selection governance• Purpose is identifying the best methodology for a given project• Projects are tracked on a regular basis for compliance and performance• The Committee is continuously improving the evaluation process• Group may be built into your existing PMO and requires low overhead
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»Ask the four primary questions:› What is the team size?› What is the level of uncertainty in the end solution?› What is the size of the requirements backlog?› How much maintenance versus development needed?
»Keep in mind the Agile Triangle› budget, schedule, scope, value and quality
»Let’s apply to the following six most used methodologies
Selecting a Methodology
ValueQuality
Constraints(cost, schedule, scope)
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Waterfall
Strengths• Highly Regulated Environments• Effective with infrastructure, upgrades and package configurations
• Works for staff augmentation
Weaknesses• Less effective with distributed teams• Very inflexible to change• Most costly for software quality and maintenance work
Size of Team Small Large
Uncertainty of Requirements Low High
Size of Requirements Backlog
Small Large
State of Development Cycle
New Development
Maintenance
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Scrum (or ScrumXP)
Strengths• Promotes higher solution quality• Improves Time To Market• Very strong for new software development
Weaknesses• Breaks down for larger projects with multiple
delivery teams• Easy for scope creep• Challenging for estimating project costs and
schedule
Size of Team Small Large
Uncertainty of Requirements Low High
Size of Requirements Backlog
Small Large
State of Development Cycle
New Development
Maintenance
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Kanban
Strengths• Best with a dynamic backlog• Effective for support• Great for infrastructure, upgrades and package configurations
Weaknesses• Poor for fixed budgets• Challenging to coordinate for larger projects• Doesn’t leverage shared resources very well
Size of Team Small Large
Uncertainty of Requirements Low High
Size of Requirements Backlog
Small Large
State of Development Cycle
New Development
Maintenance
???????
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Scrumban
Strengths• Flexible for both new development and
maintenance• Great for infrastructure, upgrades and package
configurations• Better with higher uncertainty
Weaknesses• Challenging with fixed budget limits• Breaks down for larger projects with multiple
delivery teams• Requires an experienced team
Size of Team Small Large
Uncertainty of Requirements Low High
Size of Requirements Backlog
Small Large
State of Development Cycle
New Development
Maintenance
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SAFe (Scaled Agile Framework)
Strengths• Build for large, collaborative delivery teams• Effective for new development and
maintenance• Excellent performance metrics
Weaknesses• Not intended for smaller projects• Requires high level of maintenance• Difficult organizational culture change
Size of Team Small Large
Uncertainty of Requirements Low High
Size of Requirements Backlog
Small Large
State of Development Cycle
New Development
Maintenance
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LeSS (Large Scale Scrum)
Strengths• Easy to scale from smaller projects• Effective for multiple teams• Encourages building your own adjustments
Weaknesses• Challenging for fixed project budgets• Difficult to use for smaller projects• Teams must be experienced
Size of Team Small Large
Uncertainty of Requirements Low High
Size of Requirements Backlog
Small Large
State of Development Cycle
New Development
Maintenance
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»Use the Kaizen approach for building out the Project Evaluation Committee
Guidance for Governance
Sort
Set in Order
ShineStandardize
Sustain
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»The Goal is to deliver software of value, not a methodology»Be open to multiple methodologies»Blend methodologies as needed»Tailor methodologies where appropriate»Use a governing body to determine the best methodology
mix»Track success/failure metrics for your entire project portfolio»Determine the root causes of project failure»Make your governance self-improving through kaizen
Recommendations
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Q & AMichael Dougherty, National Project Manager: [email protected]
LinkedIn: https://www.linkedin.com/in/agilemichaeldoughertyBlog: https://agilemichaeldougherty.wordpress.com/
Twitter: @doughertymic
